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Wednesday, September 25, 2013

There is general agreement that at least three areas of skill are necessary for the process of management:

technical, human, and conceptual.

Technical skill. Ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific task; acquired from experience, education, and training.

Human skill. Ability and judgement in working with and through people that includes an understanding of motivation and an application of effective leadership.

Conceptual skill. Ability to understand the complexities of the overall organization and where one's own operation fits into the organization. This knowledge permits one to act according to the objectives of the total organization rather than only on basis of the goals and needs of one's own immediate group.

The appropriate mix of these skills varies as an individual advances in management from supervisory to top management positions.
Proportionately less technical skill tends to be needed as one advances from lower to higher levels in the

Wednesday, September 18, 2013

Leadership is a broader concept than management. Management is a special kind of leadership in which the achievement of organizational goals is paramount. The important distinction between the two, therefore, lies in the term organizational goals. The definition of leadership is that leadership occurs whenever one person attempts to influence the behavior of an individual or group, regardless of the reason. It may be for one's own goals or for the goals of others, and these goals may or may not be congruent with organizational goals.

Tuesday, September 17, 2013

We shall defined management as the process of working with and through individuals and groups and other

resources (e. equipment, capital, and technology) to accomplish organizational goals.
This definition, it should be noted, does not specify business or industrial organizations. Management, as defined, applies to organizations whether they are businesses, educational institutions, hospitals, political or military organizations, or even families. To be successful, these organizations require their management personnel to have interpersonal skills. The achievement of organizational objectives through leadership is management. Thus, everyone is a manager in at least certain activity.

Monday, September 16, 2013

Leaders conquer the context-the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them-while managers surrender to it. The manager administrates; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focus on system and instruction; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range; the leader has a long-range perspective. The manager asks how and when; the leader asks what

Friday, September 13, 2013

The sources of competitive advantage have changed through social and technological development at various international levels. The sources have progressed from control of natural resources through economic and financial expertise, to improved marketing ability, to control of technology, and to improved use human resources.
Historically, productivity improvement has focused on technology and capital equipment to reduce input of labor cost. Improved output was generally thought to be subject to obtaining more production by applying industrial engineering techniques such as methods analysis, work flow, etc. Both of these approaches are still appropriate, but the current

Thursday, September 12, 2013

The most effective leaders will be people who use their energies to accomplish desired results. Leadership,

change, implementation, and results-these are the operative words for new world order. They will become, as never before, core influences on an organization's environment, thus affecting the leadership of effective organizations. It is clear that exploding technology in such areas as communication will accelerate the pace of life as well as give individuals the freedom to be self-directed leaders. It is also clear that effects of globalization will intensify personal and organizational demands by subjecting everyone to the rigors of global competition.

Wednesday, September 11, 2013

Not only is power shifting from sellers to buyers. Internet technology is giving buyers the ability to search for

the best quality, service, terms, flexibility, and innovation. It is giving them the convenience to search with just one click. If you are not pleased with one firm's products/services, another's website is just a click away.

Technology is also giving organizations the systems and tools to be relentless cost cutters. Traditional layers of management are being stripped away because the Internet is reducing the need for middlemen, brokers and distributors. People now have the tools to gain immediate access to anyone, anywhere in the world. The geographic distance between leader and follower is increasing. The pace of

Tuesday, September 10, 2013

Management must meet the needs and aspirations of both followers and other stakeholders. Therefore, we

define management as influencing people and other resources to achieve meaningful results. "Leaders who are not getting results aren't truly leading. Or, more specifically, leaders who aren't getting desired results aren't truly leading. Leaders must must learn to understand and focus on desired results."

Successful organizations are deeply aware of their sense of purpose. Just as a search for meaning is a principal human motivation, it is also a principal characteristic of dynamic, growing organizations. These organizations have classified their responsibilities toward customers, society, the environment, owners, employees-all of the key stakeholders that are affected by their performance.